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From YouTube: City Council Work Session - 9/1/2020
Description
Please visit the following link for information on how to testify during virtual public hearings:
https://www.cityofboise.org/departments/finance-and-administration/city-clerk/virtual-meetings/
A
C
We
we
are,
madam
mayor,
thank
you
for
the
time
we
really
appreciate
it.
Madam
mayor
council
members,
my
name
is
steve
burgos.
I'm
a
public
works
director
for
the
city
and,
yes,
we
are
going
to
spend
the
next
90
minutes
talking
about
water,
renewal,
utility
planning
in
part,
because
we
are
asking
a
lot
of
of
counsel,
there's
going
to
be
a
lot
of
information,
we're
going
to
share
with
you,
and
so
we
wanted
to
make
sure
we
had
enough
time
to
give
you
ample
opportunity
to
ask
questions
as
we
go
along.
C
So
our
agenda
for
this
afternoon,
we'll
have
our
opening
comments
from
public
works.
Commission
the
public
works
commission
asked
for
some
time
at
this
presentation
to
frame
their
recommendation
to
council.
They
were
part
of
the
process
as
we
worked
our
way
through
the
recommended
approach.
We
kind
of
tested
it
with
public
works.
C
Commission
first,
and
so
I
I
won't
steal
a
chairperson's
thunder
I'll
turn
it
over
to
him
in
a
second
to
give
him
give
the
public
works
commission
perspective,
and
then
we've
got
the
presentation
broken
up
into
three
primary
sections:
one:
the
actual
utility
plan
decision
making
process
two
we'll
get
into
the
recommended
approach
and
three
just
some
financial
considerations
moving
forward
and
then
we'll
talk
about
next
steps
with
council,
and
so
with
that,
I'm
going
to
turn
it
over
to
chairperson
larry
crowley
and
he's
going
to
provide
the
perspective
from
the
public
works.
D
D
Appreciate
it
it's
my
pleasure
really
an
hour
and
a
half
on
this
topic
is,
is
actually
you're
getting
off
easy.
D
On
behalf
of
the
public
works
commission
they're
just
we're
trying
to
make
comments
brief.
There
are
four
things
I'd
like
to
cover
with
you
and
and
quickly.
Those
are
the
strategic
initiatives
that
gave
rise
to
some
of
the
discussions
that
we
had
following
that.
Getting
into
policy
questions
that
evolved
from
those
initial
discussions
on
strategies
and
strategic
initiatives
and
then
how
we
came.
D
So,
to
begin
with,
this
discussion
goes
back
many
many
months
during
which
the
staff
of
the
public
works
department
came
forward
with
the
need
and
on
their
part,
to
discuss
some
of
the
requirements
related
to
the
water,
renewal,
department
and
activities,
and
so
we
looked
at,
we
began
the
conversation
with
looking
at
what
those
needs
were
and
what
some
of
the
strategic
initiatives
were
that
were
coming
from
those
needs
and
the
needs
were
fairly
straightforward.
One
was
to
replace
the
aging
infrastructure.
D
This
water
renewal
utility
for
the
city
is
probably
the
largest
enterprise
function
that
you
have.
If
you
were
to
replace
your
system
today,
the
cost
would
probably
be
in
the
neighborhood
of
two
billion
dollars,
so
it's
extremely
valuable
asset
and
one
that's
critical
for
the
well-being
of
this
community.
D
D
So
those
were
the
beginning
points
of
the
conversation,
the
strategic
initiatives,
the
drivers,
if
you
would
for
the
decision-making
process,
which
then
led
us
to
a
number
of
policy
questions
which
were
actually
very
gave
rise
to
some
really
constructive
and
very
productive
discussion
between
the
commission
and
the
staff,
and
this
went
on
for
quite
a
while.
D
We
drafted
different
perspectives
on
policy
questions
related
to
those
initiatives.
D
One
was,
as
an
example,
should
boise
pursue
a
fundamental
shift
in
the
management
of
resources
which
really
triggered
some
great
conversation.
D
The
second
was:
how
do
we
invest
in
proactively
in
our
our
facilities
that
obviously
need
some
investment
and
how
we
deal
with
a
system
that
is
in
need
of
repair
and
for
additional
capacity,
and
then
thirdly,
of
course,
is
how
we're
going
to
pay
for
it.
How
does
the
financing
work
and
now
what
is
what
are
the
results,
or
you
know,
implications
of
some
of
the
kinds
of
investment
numbers
that
you'll
be
listening
to
or
hearing
about
as
we
go
through
these
discussions,
the
numbers
are:
are
large
and
there's
good
reason
for
them.
D
So
as
we,
the
the
commission
began
to
look
at
the
policy
issues
we
this
is-
and
this
is
the
second
part
of
what
I'd
like
to
talk
about.
We
have
the
initiatives
now
we're
policy
and
we'll
get
into
the
some
of
the.
D
Should
the
city
continue
to
proactively
and
prudently,
invest
in
infrastructure
to
address
capacity
needs
system,
degradation
and
growing
regulatory
requirements
should
boise
optimize
the
management
of
resource
resources
to
include
recycled
recycled
water,
and
should
the
utility
continue
exploring
alternatives,
alternative
methods
of
financing
projects
and
consider
changes
to
our
business
model
and
cost
structure
that
really
produced
some
great
conversation,
because
we
we
wanted
to
not
only
look
at
how
we
defined
the
water,
renewal,
utility
and
the
plan
that
comes
with
it.
But
how
do
we?
D
D
We
think
that
there
are
a
lot
of
subparts
buried
in
each
of
these
particular
policy
issues.
Cost
structure
is
very
important.
We're
concerned
about
finding
a
plan
that
will
minimize
rate
impacts
to
our
customers
and
meet
the
requirements
that
we've
just
outlined
in
the
fashion
that
we
think
makes
sense.
D
So
we
do
have
a
motion
that
includes
those
policy
issues
and
it
was
unanimous,
and
so
we
we
got
through
that
and
took
us
a
little
bit
more
than
an
hour
and
a
half.
There
were
a
few
sessions
that
actually
went
on
for
three
hours,
but
they
were
really
time
well
spent
and
that's.
D
The
fourth
thing
I'd
like
to
I'd
like
to
comment
on
is
that
the
opportunity
that
this
particular
topic
gave
us
on
the
commission
to
get
to
know
and
work
and
collaborate
with
people
like
steve,
burgess
and
haley
and
others,
and
the
department
was
really
greatly
appreciated.
We,
we
have
been
extremely
impressed
with
the
quality
of
the
staff,
their
caliber,
their
competence
and
their
commitment
to
this
community
and
the
work
that
they're
doing
so.
We
like
to
pass
that
on
to
you
as
well.
D
D
I
think
it's
about
seven
years.
That's
I
thought
it
was
right
around
there
yeah.
I
think
I
started
in
2013.
yeah.
Thank
you,
you're
welcome.
Thank
you.
C
Okay,
thank
you,
chairperson
crowley,
and
thanks
to
the
commission,
we
kind
of
put
them
through
the
ringer
and
we
had
several
late
sessions
and
their
feedback
was
so
helpful,
just
to
kind
of
have
a
different
perspective
as
we
were
moving
along.
So
thank
you
to
the
commission
again
to
to
chairperson
crowley
for
being
here.
C
So
again.
Thank
you
for
the
time.
This
really
is
the
culmination
of
several
years
of
work
for
staff
for
a
consultant
team,
and
it's
exciting
to
be
finally
to
this
point,
where
we're
going
to
be
able
to
make
a
recommendation
to
to
mayor
and
council
on
what
we
think
will
be
fairly
fundamental
changes
to
water,
renewal
services,
and
so
what
I
wanted
to
cover
today
is
the
decision-making
process,
the
recommendation
and
some
of
the
financial
implications.
C
So
let's
just
jump
right
into
it
when
we
left
you
last
during
the
introduction
of
the
water
renewal
utility
plan,
we
talked
about
our
generation's
turn
and
I
tried
to
frame
it
in
the
context
of
the
lander
street
facility
that
you
see
here
on
the
picture
and
back
in
1947.
Lander
street
was
built
well
before
the
clean
water
act,
and
it
was
built
at
the
behest
of
the
legal
women
voters
who
passed
the
bond
to
pay
for
the
facility,
and
so
it's
an
example
of
the
generations
before
us
taking
action.
C
The
boiseans
before
us
taking
action
ahead
of
anybody
telling
us
we
had
to
do
it
or
mandating
that
we
had
that
we
had
to
do
something,
and
so
it
serves
as
a
good
example
and
kind
of
a
good
beacon
to
remind
us
that
our
community
expects
us
to
take
on
big
challenges
and
to
be
proactive
and
to
be
prudent
on
in
our
investments
and
so
again
reiterating
this
really
is
our
generation's
turn.
C
So
when
we
talk
about
the
recommended
approach,
I
do
feel
strongly
that
we're
stepping
up
as
part
of
today's
generation
to
address
what
we
know
is
coming.
So
the
evaluation
process
is
one
that
is
unique.
Not
many
utilities
are
using
it
we'll
get
into
some
of
the
details
here
in
a
second.
But
what
I
like
most
about
it
and
is
probably
the
most
important
to
me,
is
that
it
is
founded
on
citizen
expectation
and
feedback.
C
C
That
we
ought
to
be
accounting
for
this
process
is
different
in
that
it's
not
necessarily
a
document
that
we're
going
to
finish
and
put
up
on
the
shelf
and
there
it
is
collecting
dust.
It's
a
process
that
will
be
revisited
every
couple
of
years,
we'll
be
back
in
front
of
you
in
a
couple
of
years,
giving
you
updates
on
risk
and
benefit
costs,
we'll
talk
about,
maybe
changing
water
prices
in
the
valley
that
might
cause
us
to
do
something
different.
So
this
is
not
a
static
plan.
It's
one!
C
That's
going
to
keep
evolving
and
we'll
be
back
in
front
of
you
talking
about
some
of
the
things
we'll
recommend
to
address
the
changing
conditions
and,
as
I
mentioned
in
the
in
the
introduction-
and
I
feel
very
strongly
about
this.
If
I
have
done
my
job
as
the
public
works
director,
we
will
have
delivered
the
least
total
cost
of
ownership
while
meeting
what
the
citizens
expect
from
us-
and
I
want
to
make
sure
we
emphasize
the
citizens-
do
not
expect
that
the
quote-unquote,
cheapest
alternative.
C
One
of
the
things
that
we
hear
consistently
from
boistein's
is
that
they're
willing
to
pay
a
little
bit
more
if
we
can
show
added
value
in
our
case,
environmental
benefits
are
those
added
values
that
we
often
hear
from
our
citizens,
and
so
you'll
see
here
that,
while
this
isn't
necessarily
the
quote,
unquote
cheapest
option,
it
is
the
least
cost
option
amongst
the
portfolios
of
alternatives
that
we
considered,
and
so
the
actual
planning
process
is
at
a
big
picture.
The
first
year
was
spent
just
baselining
the
utility
we
wanted
to
make
sure.
C
We
clearly
understood
the
as-is
condition,
and
so
we
had
to
update
all
of
our
current
situation
like
on
capacity,
for
example,
because
of
the
2017
snowmageddon
event.
We
realized
that
we
had
to
change
some
of
the
peaking
factors
in
our
system
and
so
that
changed
some
of
the
capacity
that
we
had
available
because
we
had
those
higher
peaking
factors
we
ate
into
a
little
bit
of
that
capacity.
Just
an
example
of
something
that
happened
in
the
last
couple
of
years
that
really
needed
updating
in
our
plan
and
the
baseline
baselining
of
the
utility.
C
Then,
once
we
got
the
az's
condition
dialed
in
then
we
moved
on
to
the
alternatives.
Evaluation.
That's
really
what
we're
going
to
talk
about
today
and
the
process.
The
business
case,
evaluation
process,
we're
very
at
the
very
end
of
that
evaluation
and
then
we'll
move
into
implementation
in
the
coming
years
and
again,
we'll
be
back
in
front
of
you
multiple
times
talking
about
specific
projects
that
we're
thinking
about
and
would
like
your
policy
direction
on.
So
the
the
process
itself
is
is
not
this.
Isn't
some
fancy
software?
C
It's
a
pretty
straightforward
process,
but
there
are
a
couple
of
steps
that
I
want
to
highlight
that
do
make
it
unique
and
different
from
other
utilities.
The
first
is
that
second
step
that
you'll
see
there
identify
challenge
and
levels
of
service.
That's
where
we
get
to
that
community
expectation
piece.
We
spend
a
lot
of
time
trying
to
understand
what
the
community
expects
from
this
utility.
C
We
we
quantify
that
by
accounting
for
risks
and
benefits,
so
that
triple
bottom
line
is
very
tangible
to
us
and
I'll
show
you
how
we
did
that
as
we
work
through
the
the
decision
making
process
and
then
finally,
we
perform
a
net
present
value
analysis
which
that's
not
shocking.
That's
pretty
common
amongst
utilities
like
ours,
but
we
do
that
in
a
way
that
that
we're
monetizing
all
of
the
costs,
risks
and
benefits
included.
C
Similarly,
on
the
community
input
piece,
we
started
very
big
picture
with
a
community
and
we
asked
them
and
kind
of
set
two
goal
posts.
One
is
we
can
continue
to
do
what
we
do
today
and
not
really
change
the
utility
or
we
could
go
all
the
way
over
to
an
extreme
where
we
could
treat
this
used
water
to
a
level
where
we
would.
C
C
So
how
did
we
take
that
stakeholder
feedback?
How
did
it
manifest
itself
in
the
evaluation
so
I'll?
Give
you
some
examples
of
what
we
heard
and
then
how
do
we
incorporate
that
into
the
the
decision-making
process?
So
we
certainly
heard
loudly
and
clear
that
clearly
that
there
was
interest
in
pursuing
multiple
uses
for
the
water
that
continuing
to
put
it
in
the
river
and
just
letting
it
go
downstream,
seemed
like
there
were
better
uses
for
the
water,
so
how
we
incorporated
that
into
the
evaluation.
C
We
included
benefit
costs
for
industrial
reuse
and
not
for
recharge
that
water
has
value,
and
we
included
that
in
the
evaluation
need
to
balance
costs
with
benefits.
So
we
we
incorporated
that
into
the
evaluation
by
looking
at
risk
costs
of
affordability
issues
and
what
would
it
take
the
utility
to
offset
maybe
rates
for
folks
that
were
over
two
percent
of
their
household
income
and
then
third,
continued
protection
of
the
river
environment
is
paramount,
and
so
we
looked
at
risk
costs
for
future
regulatory
requirements.
C
So
just
an
example
of
what
we
heard
from
the
citizens
and
then
we
took
that
and
very
intentionally
included
it
into
the
actual
decision-making
process,
and
this
is
just
an
example
that
last
bullet
there
was
talking
about
risk
costs
associated
with
surface
water
regulations.
This
is
just
an
example
of
how
we
would
run
a
risk
cost,
so
we
would
look
at
what's
the
potential
type
of
constituent
that
we
could
be
regulated
for,
we
know
what
the
generally,
what
the
technology
could
be
to
actually
treat
for
it.
So
that's
our
consequence.
C
That's
the
dollar
investment,
that's
needed
and
then
using
professional
judgment.
Look
at
a
probability
of
that
occurring
multiply
the
two,
and
that
gives
you
a
risk
cost
that
you
can
then
include
in
the
evaluation.
So
just
an
example
of
how
we
run
the
risk
benefit
quantification,
here's
a
list
of
the
risks
and
benefits
that
we
looked
at,
there's,
certainly
others
that
are
out
there,
but
where
we
had
portfolios
that
had
consistent
risks
and
benefits
across
all
the
portfolios.
C
If
we,
if
we
saw
that
we
eliminated
those
because
those
were
a
wash,
so
we
saved
some
time
on
the
evaluation,
we
only
focused
on
those
differentiating
risks
and
benefits
so,
for
example,
on
the
energy
usage,
certainly
within
the
operation
and
maintenance
cost
portion
of
the
evaluation,
we
included
energy
cost,
but
in
the
risk
cost
piece
piece,
we
also
included
the
social
cost
of
carbon
because
that's
a
that's
a
a
cost.
That
is
a
part
of
the
emissions
that
come
from
the
electricity
that
would
use
or
the
natural
gas
that
we're
using.
C
Similarly,
on
the
benefits
side,
we
looked
at
economic
development.
We
included
that
as
a
potential
benefit.
We
quantified
that
by
looking
at
the
potential
benefit
to
property
tax
revenues,
if
we
were
able
to
lure
one
company
to
boise,
because
we
now
have
recycled
water
to
offer,
so
we
quantified
that
benefit
in
the
evaluation.
C
C
So
what
I
keep
talking
about
these
portfolios?
What
are
what
is
a
portfolio?
A
portfolio
is
just
a
combination
of
the
investment
options
that
you
see
on
the
right
and
those
investment
options
came
from
the
feedback
that
we
got
from
our
public
outreach.
So,
for
example,
you
don't
see
this
on
the
investment
options,
the
direct
potable
reuse.
That's
engineering
speak
for
drinking
water
out
of
out
of
used
water,
so
you
don't
see
that
on
the
investment
option,
because
that
was
something
that
was
consistently
amongst
the
majority
of
like
advisory
group
members
and
survey
results.
C
Folks,
just
aren't
there
yet
on
drinking
used
water,
the
technology
exists.
You
know
we
certainly
are
working
on
the
regulations.
There's
a
large
ick
factor
that
comes
into
play.
Right,
so
you
don't
see
that
in
the
investment
options,
but
we
do
see
are
the
lists
that
we
have
here.
River
discharge
enhance
the
river
industrial
reuse,
aquifer
recharge.
We
would
put
the
water
back
in
the
aquifer.
C
C
All
of
those
portfolios
leveraged
our
existing
assets,
I.e
we're
not
straining
any
assets.
With
this
plan
we
have
west
boise,
we
have
lander
street.
We
have
the
pipelines,
we're
not
walking
away
from
those.
So
all
the
portfolios
are
similar
in
that
regard.
C
It
was
a
wide
spectrum
and
you
can
see,
there's
a
lease
change
portfolio
and
a
most
change
portfolio,
and
just
note
that
most
change
portfolio
had
all
of
those
investment
options
in
some
shape
or
form
of
note.
If
I
were
to
show
you
today's
portfolio,
it
would
be
basically
a
a
big
blue
dot
right.
We
don't
have
any.
We
don't
have
any
recycled
water.
We
aren't
necessarily
doing
projects
that
are
enhancing
the
river
per
se.
We
don't
have
industrial
reuse,
so
today
would
be
a
pretty
pretty
boring.
Look
at
what
we
do.
C
So
themes
for
options
and
portfolios.
What
we
heard
back
from
our
outreach
was
there
is
interest
in
local
food
production,
but
we
need
to
balance
that
with
cost
to
scale
it
up
and
I'll
share
with
you.
Why
that
why?
That
is
in
a
second
there's,
definitely
interest
in
high
levels
of
recycled
water,
but
they
wanted
to
make
sure
we
weren't
necessarily
abandoning
or
changing
existing
assets.
So
balancing
those
costs
closed
loop
systems,
neighborhood
scale,
solutions
again,
balance
those
with
cost,
certainly
interested
in
enhancing
the
river
and
I'll.
C
Describe
that
to
you
here
in
a
bit
loud
and
clear.
We
heard
that
the
citizens
value
the
the
uses
they
have
on
the
river,
whether
it's
a
fishery,
whether
it's
recreation
that
was
very
clear
to
us,
that
that
needs
to
be
protected
and
if
there's
ways
to
enhance
that
that
we
ought
to
pursue
that
and
then
recycled
water
requires
a
year-round
solution
and
we'll
talk
about
aquifer
recharge
as
a
backup
to
that
here.
In
a
second,
so
the
recommended
portfolio
is
portfolio
b2.
C
C
C
So
I
want
to
give
you
the
kind
of
the
the
answer
up
front
I'll
describe
how
we
got
there.
So
what
you're
looking
at
here
is
the
business
case,
evaluation
results
and
I
guess
I
would
request-
don't
get
too.
I
guess
enamored
with
the
numbers,
because
this
is
a
relative
comparison
amongst
amongst
the
alternatives.
C
It
doesn't
include
all
of
the
costs
that
might
be
coming.
It's
just
a
relative
comparison,
so
it's
really
about
the
size
of
the
bar
that
we're
looking
at
and
portfolio.
B2
was
the
least
total
cost
option
when
we
looked
at
risks
and
benefits.
So
what
you're
looking
at
here
is
a
40-year
total
cost
that
includes
capital,
o
m
and
risks
and
benefits
all
rolled
into
into
that
number.
A
net
present
value
number
and
so
out
of
this
portfolio.
B2
is
a
preferred
option
and
we
looked
at
this
information
in.
C
C
We
looked
at
dollar
per
million
gallons
per
day
to
the
aquifer,
so
we
tried
to
to
to
make
sure
that
we
were
clarifying
and
justifying
testing
different
types
of
ways
of
looking
at
the
the
preferred
portfolio
so,
for
example,
on
the
the
cost
per
day,
a
dollar
per
million
gallon
per
day
to
the
aquifer,
you
might
say.
Well,
why
didn't
you
look
at
c2
and
d
right?
They
look
like
they're
co,
they're
a
lower
cost
per
day.
C
We
added
a
piece
to
the
to
the
process
where
we
talked
about
scenario
planning
and
the
goal
of
scenario
planning
was
to
test
the
portfolios
against
changing
futures,
and
so
you
can
see
the
ones
we
laid
out
here
and
by
by
kind
of
the
changing
futures,
what
we
mean
by
that
is
taking
a
group
of
risks
or
benefits
and
tweaking
them,
as
we
might
see
in
the
case
of
a
climate
change
and
resiliency
scenario,
or
an
economic
downturn
scenario
in
scenario
3,
which
is
somewhat
prescient
for
today
and
given
the
covet
issues.
C
So
we
ran
all
of
the
portfolios
through
these
different
scenarios
and
we
still
came
back
with
b2
as
a
preferred
portfolio,
and
I
can
share
with
you.
This
is
not
always
how
it
works.
There
can
be
different
portfolios
that
pop
out
as
the
lowest,
which
creates
a
little
more
difficulty
in
selecting
a
prefer
preferred
alternative
in
this
case,
b2
performed
the
best
in
all
of
the
scenarios.
So
not
only
was
it
the
least
cost
on
the
business
case
evaluation.
C
C
E
Thanks
steve,
can
you
just
once
again
describe
what
the
the
reuse
the
business
industry
did?
You
call
that
segment
of
the
pipe.
C
Sure
so
industrial,
madam
mayor
council,
member,
the
the
industrial
reuse
option
we'll
get
into
a
little
detail
here
in
a
second.
It's
where
we
would
locate
a
facility
potentially
in
the
southeast,
we'll
be
back
in
front
of
you
to
talk
through
those
details
in
the
future.
C
We
locate
a
facility
in
the
in
the
southeast,
where
we
might
kind
of
pull
off
a
certain
industry's
effluent
that
they
give
us,
treat
it
to
a
high
level
and
give
it
back
to
either
that
industry
or
any
other
industry
that
we
could
potentially
recruit
to
an
area
that
might
be
in
the
southeast.
Next,
maybe
eisenmann
area,
for
example,
and
so
that
helps
us
with
capacity
we're
adding
capacity
by
doing
that,
it
achieves
the
recycled
water
benefit
that
we're
looking
for
and
potentially
provides
economic
development.
C
Right,
we'll
move
on
to
the
next
section,
the
actual
recommended
approach
so
getting
into
the
details
of
b2,
so
the
future
of
water
renewal
services,
we
will
use
recycled
water,
we're
recommending
we
wouldn't
use
recycled
water
as
a
resource
for
the
community,
we're
recommending
enhancement
of
the
health,
health
and
uses
of
the
river
and
we'll
talk
about
that
in
a
second
we're
recommending
reinvestment,
significant
reinvestment
in
our
existing
infrastructure,
that's
aging
out
and
we're
recommending
that
we
try
to
balance
all
of
this
with
affordability
for
our
community.
C
C
So
one
of
the
first
things
we're
going
to
do
is
reinvest
in
these
facilities.
So
lander
street
is
currently
that
process
has
started.
We
have
the
headworks
being
replaced.
Currently,
that's
all
the
construction
you
see
out
there
and
over
the
next
20
years.
We're
going
to
be
replacing
lander
street
almost
completely,
so
that's
one
of
the
first
things
that
will
happen
and
then
there's
also
in
the
collection
system
that
you
can't
really
see
on
this
side,
which
is
somewhat
appropriate
because
it
is
kind
of
out
of
sight
out
of
mind
a
lot.
C
In
fact,
that's
the
largest
source
of
investment
need
is
replacing
aging
out
assets
and
I'll
share
the
cost
with
you
here
in
a
second
so
focus
on
the
existing
assets
and
then,
of
course,
in
the
river
itself,
there'll
be
additional
regulatory
requirements,
so
we'll
have
to
upgrade
these
existing
facilities
to
meet
growing
regulatory
requirements
and
then
we'll
have
to
address
capacity
concerns
and
we're
suggesting
in
the
recommended
approach
that
those
capacity
concerns
be
met
by
new
facilities.
C
So
the
first
step
in
the
process
would
be
a
combination
of
enhancing
the
river
and
that
third
facility,
so
over
the
next
10
years,
we're
going
to
recommend
that
we
construct
a
third
facility,
potentially
southeast
of
town.
As
part
of
that,
we
need
an
aquifer,
recharge
piece.
So
if
you're,
if
you're
going
to
pursue
recycled
water,
you
always
have
to
have
kind
of
what
we
refer
to
as
a
fat
spot
in
the
line.
C
We'll
have
to
build
a
fourth
facility
somewhere
in
the
city
where
we
don't
know
yet,
but
at
about
that
time
frame
is
where
we'll
need
another
5
million
gallons
per
day
of
capacity
and
so
over
the
next
20
years.
This
would
be
the
system
that
you'll
see
replacement
of
lander
street
meeting
regulatory
requirements
and
then
the
new
pieces
being
enhanced
the
river
a
third
facility
and
eventually
a
fourth
facility.
C
C
Initially,
the
the
thought
was
that
we'd
have
to
put
cooling
towers
and
chillers
at
the
end
of
the
facility
to
cool
the
water
before
we
discharged
it
to
the
river
and
that
just
it
just
didn't
sit
right
with
us.
It
just
didn't
feel
right
that
we'd
have
another
mechanical
solution,
all
the
energy
that
would
go
into
cooling
water
only
to
see
it
get
warm
fairly
quickly
downstream
in
return
to
the
ambient
temperature,
so
haley's
been
working
with
the
deq
and
and
thank
you
to
the
deq
for
being
open
to
the
idea.
C
C
We
do
habit,
improve
habitat
improvement
within
the
river
to
help
the
trout,
fishery
and
we'd
also
do
other
things
like
we'd,
consider
recycled
water
for
irrigation
purposes
that
could
take
the
temperature
load
out
of
the
river
as
well.
So
these
are
options
that
are
on
the
table.
What
we
like
about
these
these
are
more
natural
solutions
to
a
problem
that
if
we
just
followed
what
was
required
under
the
state
standards,
we'd
be
adding
again
cooling,
towers
and
chillers
that
just
didn't
make
sense
to
us.
C
So
out
of
this
will
come
solutions
that
will
enhance
the
river
for
the
multiple
beneficial
uses
that
it's
currently
used
for
the
industrial
recycled
water
program
that
was
allited
to
by
council
member
thompson.
C
The
upshot
is
that
most
companies,
when
they
see
this
type
of
a
solution
and
if
they're
interested
in
sustainability
and
kind
of
climate
work,
this
would
be
very
appealing
to
them.
So
in
theory,
we'd
be
able
to
recruit
the
kind
of
companies
we
want
to
have
in
boise,
then
the
aquifer
recharge
piece.
This
is
where
we
take
really
highly
very
highly
treated
water
to
a
class,
a
level
which
is
the
highest
recycled
water
class
in
idaho
and
potentially
infiltrate
it
back
into
the
aquifer
via
infiltration
basins.
C
Maybe
in
the
future
we
could
address
the
groundwater
management
area,
that's
located
south
of
town,
so
a
groundwater
management
area
is
just
a
part
of
town
where
the
aquifer
is
falling
and
has
historically
been
falling.
Maybe
we
could
locate
this
facility
out
in
that
area
where
that
aquifer
is
falling,
and
we
could
maybe
shore
that
up
and
stop
stop
the
issues
with
that
particular
aquifer.
C
C
If
you
remember
one
of
the
benefits
we
talked
about,
a
risk
cost
was
the
the
value
of
water
in
the
in
in
the
treasure
valley.
I
would
argue
that
that
the
water
is
artificially
valued
low,
but,
as
we
start
to
see,
the
water
markets
get
a
little
tighter
and
we
start
to
see
a
dollar
per
acre
foot
increase
in
the
cost
of
water
that
might
make
some
of
the
solutions
that
we
aren't,
including
like
local
food
production
and
closed-loop
systems,
more
financially
viable,
and
so
this
plan
we
could
always
pivot
to
those
in
the
future.
C
It
just
doesn't
scale
very
well,
but
maybe
there'll
be
some
options
here
in
the
future,
where
we
could
pilot
some
projects,
or
maybe
the
value
of
water
gets
to
be
so
high
in
a
decade
or
two
decades
that
actually
that
that
option
does
start
to
become
more
financially
viable
for
our
community
and
similarly
for
the
closed
loop
system
too
expensive
today
to
pursue,
but
that
doesn't
mean
it'll
be
too
expensive
in
the
future
when
we
start
to
see
maybe
prices
change
on
on
a
per
acre
foot,
so
the
recommended
approach
b2
really
gets
into
balancing
these
major
drivers
that
we've
been
talking
about
and
the
expectations
of
the
community,
and
this
slide
was
important
as
we
got
into
this
process
with
our
staff
and
our
consultant
team,
we
talked
about
the
boundary
conditions
that
we've
had
we've
got
to
meet.
C
C
C
So
what
is
this
all
going
to
cost
the
bottom
line?
That's
always
the
question
right,
so
you
can
see
here
we'll
build
up
from
the
bottom
and
the
bottom.
Three
parts
of
this
pyramid
really
are
the
foundational
kind
of
meat
and
potatoes
work
that
public
works
does
in
the
water
renal
services.
So
we
have
an
aging
system.
C
We
talked
about
lander
street
being
70
years
old.
We
just
need
to
start
replacing
that
we've
squeezed
just
about
every
ounce
of
useful
life
out
of
that
out
of
that
facility
and
between
lander
street
the
pipelines
that
need
replaced
in
the
lift
stations
that
comes
to
between
380
to
580
million
dollars
over
the
next
20
years,
we're
a
growing
city.
We
have
companies
coming
here.
We
have
residents
moving
here,
so
capacity
is
going
to
be
an
issue,
so
we
need
to
add
about
10
million
gallons
per
day
of
capacity.
C
You
can
see
the
number
range
there
and
then
we
know
there's
going
to
be
regulatory
requirements.
Those
are
not
going
to
get
any
easier
and
again
you
can
see
those
numbers
that
community
expectation
piece
really
gets
to
where,
where
were
those
areas
that
the
community
told
us
hey
we're
willing
to
pay
a
little
bit
more
for
those
improved
outcomes,
and
so
we
captured
that
in
that
community
expectations
piece
and
that
really
comes
back
to
recycled
water.
C
Certainly,
as
a
public
works
director,
the
the
costs
aren't
lost
on
me.
Those
are
big
numbers
and-
and
I
appreciate
that-
certainly
appreciate
that,
and
so
one
of
the
concerns
we
have
moving
forward
will
be
affordability
and
how
do
we
pay
for
all
this
and
we'll
get
into
that
here
in
the
next
section?
But
but
these
are
significant
numbers
to
put
this
in
a
relative
scale,
though
I
think
I
mentioned
at
one
of
the
previous
meetings
we
spent
about
50
million
dollars
a
year
operating
the
utility
so
take
that
over
20
years.
C
That's
about
that's
a
billion
dollars
in
operating
costs
so
that
this
billion
dollar
number
is
not
something
that's
out
of
the
ordinary
for
us.
We
haven't
necessarily
talked
about
that
in
the
past
past,
but
moving
forward.
We're
definitely
going
to
see
those
kind
of
investments
needed
and-
and
what's
more
is,
I
think
chairperson
crowley
mentioned.
We
have
about
2
billion
in
existing
assets,
so
we
just
need
to
start
periodically
chipping
away
at
replacing
those
existing
assets.
C
And
then
we
went
back
to
the
advisory
group.
You
all
are
aware
that
we
have
the
advisory
group
of
23
citizens
that
really
went
through
went
through
the
rigors
with
us
a
six-month
process.
C
They
came
back
with
a
recommended
portfolio,
which
was
actually
the
far
right
portfolio
them
had
the
most
investment
options,
but
they
were
also
very
adamant.
They
wanted
us
to
balance
that
with
affordability,
so
we
went
back
after
this
process
that
two,
I
think
we
had
12
members
of
the
advisor
group
that
we
just
wanted
to
sit
and
talk
to
and
and
what
you're
seeing
today
is
what
we
shared
with
them,
to
make
sure
that
we
we
hit
the
mark
that
they
felt
that
they
could
support.
What
we
were
presenting
folks
were
largely
supportive.
C
There
were
some
folks
that
wanted
us
to
go
a
little
bit
further
and
we
shared
that.
We
appreciated
that,
but
I
think
from
a
cost
standpoint
that
could
be
challenging
they
in
the
end,
they
agreed
the
recommended
approach,
balances,
advisory
groups,
interests
and
feedback,
I.e,
we'd
like
to
do
innovative
stuff,
but
we
also
know
that
there's
affordability
concerns.
C
G
Approach.
Sorry,
thank
you
steve.
So
I
understand
when
we
chatted
earlier
this
week
that
that
the
advisory
group,
the
information
we
got
from
them,
was,
I
believe,
I'm
sorry.
Can
you
remind
me
of
when
was
that.
C
Yeah
the
advisory
group,
madam
mayor
council,
member,
the
advisory
group
wrapped
up
last
fall
last
fall,
yeah
last
fall
summer,
so
six
months,
so
the
the
information
is
about
a
year
old.
G
Okay-
and
so
I
just
wanted
to
check
in
with
you
to
see,
would
it
be
possible
for
us
to
check
back
in
with
folks
to
see
if
now
that
we're
living
in
this
era
of
coven
19,
if
their
recommendations
have
changed
at
all,
especially
when
it
comes
to
anything
innovative.
C
Madam
mayor
council,
member
yeah,
we
will
we'll
definitely
do
that.
It's
a
really
good
point,
and
frankly,
that's
one
of
the
we're
hoping
is
the
hallmark
of
the
plan.
Is
that
we're
consistently
going
back
and
checking
with
folks
on
any
changed
opinions,
evolution
of
opinions
so
that
we
can
adjust
the
plan
accordingly?
C
So
we'll
be
doing
that,
I
think
probably
going
to
do
that
in
the
next
couple
of
weeks.
So
we
can
prep
for
the
discussion
with
council
on
the
13th
to
make
sure
that
we've
got
that
information
back
to
you.
C
And
then
I
wanted
to
just
spend
a
second
on
kind
of
so
we're
talking
about
a
plan
now,
but
eventually
these
all
turn
into
projects
at
some
point,
and
so
what
I
wanted
to
spend
a
little
bit
of
time
on
is
just
how
does
that
actually
happen?
And
how
are
we
going
to
be
interacting
with
you
in
the
future
in
the
past?
How
we've
interacted
with
mayor
council
really
has
been
from
that
capitalization
point
to
the
right.
C
We
haven't
necessarily
included
you
a
ton
in
the
concept
in
the
definitions
phase
in
part,
because
a
lot
of
our
work
is
internal.
I
don't
you
know,
we
don't
necessarily
feel
compelled
to
define
a
primary
clarifier
and
run
that
by
council.
I
think
your
expectation
of
us
is
to
go
and
make
sure
that
that
you're
replacing
the
clarifier
if
it
needs
to
be
replaced.
C
C
C
If
we're
looking
at
different
recycled
water
concepts
like
an
irrigation
canal
or
we're
going
to
be
back
in
front
of
you
talking
about
those
concepts
and
sharing
with
you
what
we're
hearing
from
the
public.
So
I
think
in
the
past,
because
we
were
pretty
we're
staying
at
the
facilities
and
we
weren't
necessarily
going
external
and
impacting
the
community
in
different
ways
that,
like
we're
proposing,
we
didn't
do
that.
C
We're
going
to
move
that
do
that
moving
forward,
and
so
when
we
think
about
the
all
these
different
stages,
we're
going
to
include
that
in
the
in
the
fy.
So,
if
like
we're,
studying
where
to
site
a
facility,
that'll
you'll
see
that,
as
part
of
our
proposed
budget
and
the
fy
x
budgets
that
you
can
ask
questions
about
questions
and.
F
F
Go
ahead,
I
I
really
appreciate
that.
I
guess
well,
you
have
phosphorus
removal
as
an
example
of
how
we
used
to
do
things.
I
think
the
phosphorus
removal
facility
in
canyon
county
is
an
example
of
maybe
the
way
we
should
think
about
these
new
projects,
while
you
weren't
here
yet
that
really
the
discussions
about
that
began
about
six
years
before
it
really
came
to
fruition
and
those
discussions,
I
think
centered
around
similarly
to
the
kinds
of
things
you're
talking
about
it.
F
We
were
going
to
invest
in
it
in
a
way
that
wasn't
going
to
bring
any
environmental
benefit,
and
so
from
that
realization
we
then
developed
a
policy
that
we
were
willing
to
look
at
something
more
innovative.
We
were
willing
to
go
off
site.
We
were
willing
to
do
some
things
that
we
hadn't
previously
done
and
then,
ultimately,
we
were
able
to
build
that
facility.
F
So
just
I
just
bring
that
up,
because
I
think
if
you
go
back
and
look
at
how
that
started
as
a
policy
development
and
then
began
the
concept
of
how
you
know
the
concept
and
policy
together
and
then
how
would
we
do
it?
And
then
only
after
that
did
we
get
to
capitalization
might
be
a
good
example
of
how
to
bring
these
forward.
H
C
Know
that
you
championed
dixie
drain,
and
it
was
one
that
I
was
going
to
bring
up
if
I
had
time,
but
that's
a
great
example
of
an
external
project
that
we
well
ahead
of
capitalization
had
mayor
and
council
engaged
in
and
helping
us
navigate.
So
that's
an
example
of
how
we
want
to
do
some
of
the
recycled
water
projects
in
the
future.
G
G
Thank
you,
madam
mayor.
Since
we've
now
mentioned
dixie
drain
everyone
steve.
Can
you
talk
to
us
a
little
bit
about
ideas
that
we
may
have
about?
Perhaps
changing
the
name
of
that
considering
the
times
that
we're
living
in
at
this
moment.
C
Sure,
madam
mayor
councilmember
sancho
says
we
had
a
conversation
with
the
council
member
a
couple
of
weeks
ago
and
we
started
talking
about
the
dick
we
brought
to
dixie
drain
and
she
asked
do
you
know
the
origins
of
the
name
of
the
dixie
drain,
and
I
remember
back
when
we
were
working
on
the
project
that
we
had.
We
heard
rumors
that
it
was
related
back
to
folks
that
came
from
the
south
relocated
and
it
was
somewhat
symbolic
of
of
kind
of
the
confederacy.
C
So
I
had
last
week,
two
weeks
ago,
arts
in
history
just
do
some
research
into
the
origins
of
the
dixie
drain
and
sure
enough.
We
we
did
find
that
and
so
councilmember
sanchez
asked
you
know.
Could
we
consider
changing
the
name
of
the
dixie
drain
and
we
certainly
can
do
that.
The
name
just
originates
from
the
water
which
we're
treating,
but
certainly
given
the
current
current
situation.
We
certainly
can
consider
that
moving
forward.
G
Thank
you,
steve
and
madam
mayor,
if
I
may
follow
up,
I
would
just
like
to
thank
council
president
clegg,
who
was
part
of
that
conversation
and
actually
had
discussed,
possibly
honoring,
someone
on
the
city
of
boise
staff,
who
was
instrumental
in
a
lot
of
this
work.
Council
president
craig.
I
don't
know
if
you'd
like
to
take
the
conversation
up
from
there.
F
Thank
you-
and
I
I
don't
want
to
you-
know,
preclude
any
other
ideas,
but
I
know
even
three
years
ago,
when
the
really
premature
passing
of
a
valued
boise
city
staff,
member
in
our
public
works
department,
I
suggested
that
there
might
be
a
way
to
honor
him
by
naming
something
after
him.
F
I
think
many
of
us
know
robin
finch.
He
not
only
did
wonderful
work
for
the
city
of
boise,
but
he
served
on
many
national
committees
and
national
organizations
and
brought
that
expertise
back
and
forth
between
the
city
and
those
organizations.
He
served
the
state
really
well
by
bringing
a
lot
of
that
expertise
to
other
communities
in
the
state
of
idaho
and
would
hope
that
at
least
that
would
be
one
consideration.
F
He
was
instrumental.
He
played
a
key
role
in
making
this
particular
facility
happen
not
to
discount
how
many
other
people
did
as
well
and
that's
what
always
is
so
tricky
with
these
kinds
of
ideas,
and
I
don't
want
to
discount
anyone
else's
contribution
to
that,
because
they
were
all
substantial,
but
that
is
at
least
perhaps
one
idea
that
we
can
explore.
C
Let's
move
on
okay,
I'm
just
moving
on
to
the
next
slide.
I
won't
belabor
this,
but
when
we
start
thinking
about
how
does
how
does
a
plan
lead
to
concepts
we're
going
to
be
back
in
front
of
you
with
concepts
right
so
going
back
to
the
previous
slide,
the
concepts
and
defining
projects?
That's
going
to
be
something
we'll
be
bringing
back
before
we
move
forward
with
any
projects
that
are
external
facing
okay,
I'll,
stop
there!
That's
the
the
summary
of
the
recommended
approach,
any
questions
there.
I
F
To
there
steve
just
just
quickly,
I
know
you're
going
to
get
into
this,
but
I
I
just
reiterate
that
councilmember
sanchez
was
worried
about
the
affordability
of
it
and,
as
you
walk
through
the
financial
considerations,
I
think
all
of
us
are
very
interested
in
understanding,
especially
how
these
changes
might
impact
those
who
are
already
under
considerable
financial
stress
at
this
moment
in
time.
C
Thank
you,
madam
mayor
councilmember,
claire,
thank
you
for
that
kind
of
intro
for
this
section.
That
is
certainly
top
of
mind
for
staff.
So
thinking
about
water,
renewal
services
and
how
we
fund
things
you've
seen
this
slide
before
I
won't
belabor
it.
We
have
right
monthly
rates
and
we
have
connection
fees
that
are
used
in
different
ways
to
fund
different
parts
of
our
business,
both
on
the
operations
and
maintenance,
side
and
capital
investment.
It's
the
capital
investment
side,
that's
going
to
take
significant
investment.
C
C
So
if
we
look
back
in
the
previous
10
years
of
what
was
the
capital
spend
over
the
past
10
years,
you
can
see
it
was
much
less
significant
than
what
we're
proposing
moving
forward
and
it's
not
because
we
we
didn't
do
certain
things
that
we
were
supposed
to
do
in
the
past.
It's
just
that
certain
things
are
happening
now
in
combination.
So
in
the
past,
where
we
maybe
had
to
add
meet
a
regulatory
requirement,
we
had
a
five
year
window
to
do
that
and
then
maybe
the
next
five
years.
C
We
had
a
capacity
issue
and
we
had
a
five
year
window
to
do
that.
What's
happening
now,
with
21
and
beyond,
is
it's
a
combination
of
all
those
things
plus
we
have
aging
assets
that
now
need
to
be
replaced,
and
so
those
things
are
all
happening.
Concurrently
now
and
you
can
see
the
impact
on
the
capital
spend
that's
going
to
be
needed
in
the
coming
decade
and
beyond.
C
But
traditionally
in
water
renewal
services
we
pay
cash
as
you
go,
that's
how
we've
done
work
and
that's
worked
for
us
in
the
past
and
part
because
we
were
able
to
manage
those
capital
investments.
We
didn't
have
multiple
things
happening
at
the
same
time
that
allows
us
to
lower
the
overall
cost.
C
We
don't
have
to
pay
the
interest
on
a
loan,
but
it
does
likely
result
in
higher
near
term
rate
increases,
and
the
current
generation
is
paying
for
the
majority
of
those
improvements,
as
opposed
to
debt
funding
that
we
might
consider
moving
into
the
future.
Where
we
take
a
bond
out
or
a
loan,
we
could
manage.
Those
near-term
rate
increases
that
council
pres
president
clegg
alluded
to,
but
it
would
result
in
higher
overall
costs
because
we'd
have
the
interest
payment.
Think
of
the
debt
funding
as
a
mortgage
right.
C
A
Oh
steve,
I
got
to
jump
in
there.
I
think
that
well,
many
of
us
would
love
to
pay
cash
for
home.
There
are
many
people
that
also
recognize
the
value
of
using
a
mortgage,
so
you
aren't
outlaying
all
of
your
cash
and
instead
you
have
that
cash
to
make
other
smart
investments
as
you
need
it
year
by
year,
and
that
in
so
many
reasons
is
why
people,
even
with
cash
to
buy
a
home,
will
use
a
mortgage
so
that
they
can
use
their
cash
for
more
important
day
by
day
things.
C
Great
point,
because
that
that
will
definitely
ring
true
here,
where
it's
not
necessarily
we're
asking
for
you
to
say
all
cash
or
all
debt.
It's
likely
a
combination
of
two
to
the
mayor's
point.
There'll
be
some
things
we
want
to
spend
cash
on,
because
it
makes
sense,
there'll
be
others
that
we
may
want
to
take
some
debt
financing
out
for,
and
so,
if
we
were
looking
at
the
example
of
debt
financing
versus
cash,
how
does
that
impact
rates?
C
C
You
can
see
here
if
we
do
cash
funding
that
has
higher
near-term
rate
increases,
but
has
a
lower
long-term
cost.
You
can
see
when
we
take
the
green
line
out
to
2039
it'll
be
a
lower
rate.
However,
we
appreciate
that
there
are
affordability
concerns,
as
was
alluded
to
earlier,
so
one
tool
that
we
could
use
is
debt
funding,
while
that
has
a
higher
long-term
cost
that
can
help
control.
C
Some
of
the
rate
increases
that
you
see
here
on
the
blue
line
and
just
a
note
we
get
asked
this
often
what's
been,
our
average
annual
rate
increase
over
the
past
20
years.
We've
averaged
about
five
percent
a
year
over
the
last
20
years,
so
we'll
be
coming
back
to
you
with
a
lot
more
detail,
good
or
bad.
A
lot
of
detail
on
debt
versus
cash
versus
combinations
therein
in
the
coming
months.
We
first
wanted
to
get
over
the
hurdle
on
the
recommended
approach
and
then,
as
was
alluded
to
earlier,
affordability,
is
paramount.
C
We're
seeing
this
become
a
national
issue
across
the
u.s
affordability.
Concerns
related
to
utility
bills
are
becoming
a
big
deal
in
the
stakeholder
feedback.
I
shared
that
costs
and
affordability
were
recurring
themes
and
we're
actively
working
this
issue.
We
don't
want
this
to
become
a
crisis
where
we
don't
have
a
plan
moving
forward
to
how
to
deal
with
affordability
issues.
C
This
is
from
the
2015
census,
so
between
20
between
2000
2015.
This
is
highlighting
the
shift
in
income
buckets.
This
is
for
national
across
different
households,
and
the
the
point
of
this
slide
is
to
show
that
there
is
this.
We
all
know
this.
We've
heard
it.
There
is
a
shrinking
middle
class
and
so
we're
seeing
folks
leave
those
middle
buckets
of
income,
the
50
000
to
75,
000
and
they're,
either
going
to
200
000
and
over
or
they're,
going
to
much
lower
income
buckets.
C
So
when
you
start
to
look
at
these
lower
income
buckets
the
fifteen
thousand
twenty
five
thousand
or
under
fifteen
thousand,
our
water
renewal
bill
alone
can
be
upwards
of
six
percent
of
household
income
for
those
lower
income
buckets,
and
so
one
of
the
things
that
a
lot
of
utilities
across
the
the
us
are
looking
at
the
ones
that
are
kind
of
getting
ahead
of
these
issues
is:
how
do
we
start
addressing
this
concern
within
the
utility,
where,
certainly,
as
we
see
rate
increases,
this
could
be
exacerbated
for
low-income
folks,.
C
So
we're
going
to
be
looking
at
potential
customer
assistance
programs
so
we'll
be
investigating
these
we'll
be
coming
back
in
front
of
you
to
look
at.
How
can
we
provide
temporary
assistance?
We
have
existing
programs.
Frankly,
we
can
do
better.
We
think
and
we'll
be
looking
at
those
in
the
future,
but
this
will
be
one
of
the
policy
discussions
we'll
frame
up
as
we
go
through
the
cost
of
service.
C
And
then
financial
summary,
we
have
needed
investments,
that's
going
to
increase
our
capital
costs
over
the
next
20-year
planning
horizon.
We
are
committed
to
providing
affordable
services,
so
we're
looking
at
those
affordability,
programs
and
so
we'll
be
back
in
the
fall
of
2020
going
into
the
spring.
With
some
ideas
on
that,
because
we're
trying
to
solve
longer
term
issues,
it
can't
be
just
an
immediate,
short-term
fix.
How
do
we
solve
this
long
term?
C
Okay,
so
quick
summary
will
be
done.
I
think
ahead
of
time
mention
the
future
of
water
renewal
services.
I
won't
belabor
this.
We
are
recommending
shift
and
also
reinvesting
in
our
existing
infrastructure,
significantly
commit
chairperson
crowley
mentioned
the
three
key
policy
questions,
so
these
came
out
of
the
public
works
commission.
C
I
won't
read
them
to
you,
but
these
are
the
three
key
questions
that
we're
asking
you
to
consider.
As
you
consider
the
recommended
approach,
and
do
you
think
the
recommended
approach
effectively
addresses
the
three
policy
questions,
so
what
we
are
asking
for
from
you
in
the
next
month
and
a
half?
This
is
all
informational
tonight,
we'll
have
a
public
hearing
on
the
15th
of
september
and
then
ask
council
to
provide
direction
formally
provide
direction
on
the
13th
of
october
come
the
13th
of
october.
We
are
asking
for
affirmation
on
those
three
key
policy
questions.
C
Is
there
anything
we
missed?
We
are
asking
for
approval
of
the
water
utility
plan.
C
We
are
asking
for
green
light
to
investigate
alternative
funding
approaches.
For
example,
what
we're
not
asking
is
approval
of
specific
projects,
so
we'll
come
back
in
front
of
you
if
we
want
to
pursue,
say
a
canal
irrigation
project
or
a
third
facility,
and
we're
not
asking
for
a
specific
approval
of
a
funding
approach,
we'll
be
back
in
front
of
you
up
with
those
specifics
in
the
future.
C
So
again,
just
reiterating
the
schedule
next
steps
with
city
council
and
I'd
be
remiss
if
I
didn't
just
take
a
second
to
thank
staff
for
all
their
effort.
It's
been.
It's
been
a
long
road.
A
lot
of
incredible
work
has
been
done.
C
I
consider
myself
very
fortunate
to
have
the
staff
that
works
for
for
in
public
works
between
haley
faulconer,
jim
pardee
marshall,
schmelzer,
heather
buchanan,
just
the
amount
of
work,
the
the
dedication
sticking
with
the
plan,
colin
hickman
on
the
community
engagement
side,
there's
just
so
many
abby
germain
in
the
back
from
legal's
perspective,
just
so
many
folks
that
have
worked
so
hard,
our
consultant
team.
I
just
want
to
make
sure
that
I
took
time
to
recognize
their
efforts
and
thank
them.
C
A
Well,
thank
you
steve
I'll,
just
jump
in
I
don't
imagine.
Council
people
might
have
something
to
say.
I
really
appreciate
that
you
called
out
your
team
because
it
is
a
great
team
and
also
please
return
our
thanks
to
the
whole
public
works
commission
as
well.
A
great
commission,
great
team
of
people.
Public
works
really
wrestling
with
the
challenges
of
the
day
and
figuring
out
how
we
turn
them
into
opportunities.
I
This
answered
thought
about
brought
back
to
me
in
different
ways
in
ways
that
allowed
me
to
understand.
I'm
incredibly
grateful.
For
you
know
what
we
get
in
this
meeting
is
the
tip
of
the
iceberg
of
a
massive
amount
of
work,
and
it's
so.
I
G
Thank
you,
madam
mayor
steve.
You
know
how
I
feel
about
you.
G
I
think
you're,
amazing
and
I'm
so
grateful
that
for
one
of
the
most
important
parts
of
our
city
that
someone
like
you
who
has
so
much
grace,
not
just
for
your
colleagues
that
you
work
with,
but
patients
with
us
as
council
members
as
well,
when
when
we
ask
you
questions
and
we
ask
you
if
something
is
possible,
you
never
make
us
feel
like
it's
too
much,
and
so
thank
you
for
that,
and
you
know
I
always
appreciate
the
first
time
you
and
I
met
when
you
drank
the
water
that
you
immediately
announced
to
me
was
once
toilet
water,
and
that
showed
me,
your
commitment
and-
and
I
think
I
told
I
think
my
response
to
you
was
my
favorite
description
of
what
of
how
precious
water
is.
G
Is
that
you
know
the
water
that
we
drink
today
was
once
dinosaur
p
and
I
loved
I
love
drama
when
it
taught
when
we're
talking
about
something
scientific.
It
makes
it
real,
and
so
I
know
that
you
and
your
staff
take
very
good
care
of
us,
and
so
thank
you
for
all
your
efforts.
H
Madam
mayor
go
ahead,
I
just
want
to
thank
steve
and
haley
and
the
whole
team
for
bringing
us
this
really
forward-looking
recommendation
back
months
and
months
ago,
when
we
were
coloring
in
our
little
pie,
charts
at
the
public
works
commission
meeting.
I
remember
thinking
how
on
earth
are
they
going
to
take
a
compilation
of
all
of
these
pie,
charts
and
everybody's
opinion
and
form
it
into
something
that
makes
sense
for
our
city?
H
And
so
I
really
appreciate
a
them
doing
that
and
then
be
putting
the
financial
analysis
behind
it,
so
that
we
know
we're
making
good
investments
that
make
sense
for
today,
while
still
appreciating
that
conditions
may
change
at
some
point
in
the
future,
and
so
we
might
want
to
look
at
some
of
those
other
options
that
I
know
other
people
colored
in
on
their
pie.
Charts
too.
So
I
just
want
to
say
thank
you.
F
F
It's
the
attitude
that
is
really
embodied
by
the
city,
values
that
we
really
can
always
do
things
better,
that
we
always
should
be
looking
to
serve
people
better
and
that
we
should
always
be
looking
across
the
city
to
make
sure
that
our
impact
is
broad
and
deep,
and
I
think
public
works
really
hits
the
ball
out
of
the
park
on
on
those
values,
especially
in
this
plan.
F
I'm
particularly
impressed
that
you're
always
thinking
about
what's
next
and
what's
not
good
enough
about
what
we're
doing
today
and
with
those
things
in
mind,
look
forward
to
hearing
how
the
public
reacts
to
this.
I
suspect
that
they'll
react
as
positively
as
we
have
and
look
forward
to
moving
into
the
next
step,
which
is
actually
beginning
the
work
on
some
of
these.
Thank
you
so
much.
E
Yes,
steve
haley,
thank
you
so
much.
You
certainly
had
to
tackle
and
continue
to
tackle
the
perfect
storm.
The
three
factors
hitting
all
at
the
same
time
and
as
councilmember
sanchez
alluded
to
you
certainly
could
have
initiated
a
sort
of
panic
amongst
us
all
and
you've
presented
it
in
a
way
that
makes
it
very
doable
but
realistic,
and
I
I
would
have
struggled
to
figure
out
what
the
right
mix
was.
E
You
know
with
the
pie
chart
and
I've
learned
in
this
position
to
trust
my
gut
and
I
I
trust
it
with
what
you've
brought
forward
at
this
point,
and
I
it
gives
me
the
warm
fuzzies.
I
think
that
it
it
we'll
continue
to
hear
from
the
community
and
as
we
go
forward,
it's
it's
not
a
done
deal,
but
it.
It
certainly
feels
like
the
right
approach
and
and
the
right
balance
and
so
we'll
keep
moving
forward.
But
thanks
for
all
you've
done
to
date,
I
think
we're
on
the
right
path.
100
percent.
J
Mayor
yeah
there's
nothing
that
I
can
really
add
as
a
as
a
city
council
member,
I'm
excited
to
hear
all
the
next
steps
and
I
feel
really
lucky
to
be
out
here
during
this
time
to
be
part
of
it
and
then
as
a
community
member.
Just
thank
you
for
caring
about
us
and
including
everybody
in
this.
So
thank
you.